Chapter 2

Rear Detachment Command: Mission and Organization

The success or failure of a unit’s rear detachment (Rear D) directly impacts unit readiness and retention, while indirectly impacting the forward unit’s mission. Often the difference between success and failure in Rear D operations stems from the perception that a Rear D is a nebulous organization outside the standards and regulations of the Army – that it is somehow different. In reality, the Rear D is no different at its root than any other unit.

Soldiers want and need unit identity, a task/purpose mission, and training on that mission. Because the Rear D addresses every legal issue within a unit at the time of deployment, the need for a disciplined, task-oriented organization magnifies.

Every unit in the Army has a mission, prescribed task organization, and a mission essential task list (METL) to focus training.

Mission

A simple mission statement posted in the unit area and understood by all Soldiers, both incoming and outgoing, pays dividends in terms of Soldier performance and behavior.

Sample mission statement:

"D Company conducts rear detachment operations in support of Task Force 2-34 Armor deployed to Operation Iraqi Freedom III from DEC 04-UTC in order to allow the battalion to accomplish its mission."

Task: Conduct rear detachment operations

Purpose: Allowthe unit to accomplish its mission

Key element: The mission statement above has an unspecified completion date (UTC). It is easier to prepare Families and Soldiers for a tour extension ahead of time, than to announce an unexpected extension.

Task Organization

Task organization for a Rear D should be similar to the task organization of the unit one echelon below (i.e., company for battalion, battalion for brigade, and so on). The Rear D command team and staff must be able to operate in the absence of the parent unit.

There are two divergent thoughts on organizing a Rear D at the battalion level: 1) organize as a company with platoons aligned by parent company; or 2) organize as a company with platoons aligned by tasks/mission and personnel.

Sample task organization and considerations at a battalion level:

Figure 2-1. Battalion task organization

Command team

Personnel and responsibilities:

Commander: Experienced individual with command experience at a rank two below the parent unit (i.e., captain for battalion, major/lieutenant colonel for brigade, and colonel for division):

Interacts with Family Readiness Group (FRG) leaders and the FRG advisor.

Serves as the battalion commander.

(Note: See also Chapter 1 for abilities/attributes.)

First sergeant (1SG):

Establishes and maintains standards:

Barracks

Headquarters building – area improvement/beautification

Counseling

Soldier accountability

Serves as the battalion command sergeant major.

Maintains schedule on casualty battle drill rehearsals.

Maintains DA Form 6 (Duty Roster) for sponsorship, both incoming Soldiers and returnees.

Focuses on caring for Soldiers.

Executive officer (XO) (good use of a nondeployable lieutenant):

Supervises supply, arms room, and maintenance.

Serves as safety officer.

Trained to take command; provides flexibility to the commander.

Proficient in all casualty battle drills.

Considerations:

XO allows the Rear D to effectively balance all requirements with minimal external assistance; can augment the commander during mass casualty situations.

Commander and 1SG need experience in applying Uniform Code of Military Justice action.

Soldiers: Consists of all Soldiers determined nondeployable, which includes medical, MEB, mental health, and legal. Soldiers cleared to deploy transfer to 1st Platoon.

Considerations:

Do not label Soldiers with legal or mental health issues. A negative command climate will adversely affect the discipline of the unit and the results of any legal actions. A negative label equates to punishment.

Do essential things first. There is not enough time for the commander to do everything. Each commander will have to determine wisely what is essential and assign responsibilities for accomplishment. He should spend the remaining time on near essentials. This is especially true of training. Nonessentials should not take up time required for essentials.

--General Bruce C. Clarke

A mission essential task is a collective task. To accomplish an appropriate portion of its wartime operational mission, the organization has to be proficient in completing this collective task. The commander must identify these mission essential tasks in a battle-focused METL, which provides the foundation for the unit’s training program. According to FM 7-0, Training the Force, all company-level and above units develop a METL that is approved by its designated wartime commander.

All Rear Ds operate in a resource-constrained environment that requires maximizing every individual and resource. It is important to focus the newly-formed unit on its mission and quickly develop a METL to focus the training efforts of the cadre prior to deployment.

Some common tasks associated with a METL are deploy, attack, defend, and movement to contact. Rear D essential tasks are caring for the Families of the Soldiers and conducting all facets of casualty operations – a zero-defect operation.

As in the normal METL development process, subordinate units are nested with their higher headquarters. Remember, a Rear D is no different than any other unit.